Authors: David Gray
This paper presents a model of the role of alliance competence in the performance ofbusiness to business partnerships. Drawing on theory from social psychology andrelationship marketing, the paper explains why some partnerships are more successful thanothers. The results show that many kinds of competencies are linked to alliance competencyand directly or indirectly impact on business partnership performance.The research highlights the importance of taking a pluralistic approach to the role of alliancecompetency by including interpersonal, intra-organisational and inter-organisational factorsinto account. The implications of this research include: (1) the development of a framework foridentifying specific strategies to optimise the performance of business partnerships (2) a basisfor identifying both specific and organisational skills gaps and training needs withinorganisations involved in business partnerships (3) a framework for selecting, recruiting andappointing people to manage business partnerships.
Journal: ( – )
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Publish Year: 2004
Conference: Copenhagen, Denmark (2004)